Shirin Sharif

The most common career paths I've seen are for Rev Ops managers to move up the ranks within their orgs or move into Sales orgs, or less commonly, move into product orgs.  The easiest transition is to take on more scope within the revenue Ops org, eg regional to global or taking on more sub functions.  For managers looking for something a bit more different or wanting to start a CRO or COO career path, transitioning to sales manager / sales leader roles can also be possible. It's a good way to "o ...Read More

My answer is actually not revenue ops specific. But here are my answers: 1) Growth- the rising tide lifts all ships. The higher the growth rate, the more opportunities you will have to scale the business and grow your career in parallel.  2) People / culture - make sure you like who you are working for / with and how work is being done  3) Role - what exactly will you be doing? Is this aligned with your skillset / strengths / interests? 4) Industry - tech vs. non tech / actually product function ...Read More

Titles mean different things at different companies, so I'll answer the question more along the skills you need to be promoted to more senior roles within revenue Ops.  The big skill is the ability to think big and think ahead. It's very easy to spend your entire week or month fire fighting as a line manager. As you grow your role and scope, you need to allocate time to think about the future and innovate. How can the company accelerate growth? Reduce costs? How does the team further the goals o ...Read More

The hard skills are table stakes: ability to analyze data and turn data into insights The most important soft skill, and the x-factor in my opinion, is having a thick skin. This is a thankless role at times, where you get blamed when things are wrong but get minimal or no credit when the sales team is on track. It takes a certain type of personality to be okay with that.  Other important soft skills are around stakeholder management, cross-functional collaboration, and executive presence. You'll ...Read More

The ultimate measure of success is whether the sales team I partner with is hitting its targets. My job is to make my team is working on initiatives in support of that sales goal, i.e. identifying gaps to goal and what’s required to close them. My next success measures are usually related to innovation and scale for the business. So I set a joint goal with my sales leader and/or operations leaders to drive more growth in the business or scale processes to minimize manual work from my team or sal ...Read More

I like to align on roles for decision making before a project / initiative starts. The RAPID or DACI frameworks provide great structure to map out the decision makers. If the project has already begun, it's still not too late to propose a DACI framework and align on that with fellow leaders and team members. It's best to get the roles aligned on agnostic of the actual decisions you need to make, to avoid making it personal or political. My general rule of thumb is that the sales leader is usuall ...Read More